悖論領導期待與感知契合對員工行為之影響-內隱領導理論的觀點

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题名:	悖論領導期待與感知契合對員工行為之影響-內隱領導理論的觀點
作者:	張晶玉;Grace
贡献者:	人力資源管理研究所
关键词:	內隱領導理論;悖論領導行為;領導成員交換關係;創新工作行為;Implicit Leadership Theory;Paradoxical Leadership Behavior;Leader-Member Exchange;Innovative Work Behavior
日期:	2025-03-27
上传时间:	2025-04-09 15:51:14 (UTC+8)
出版者:	國立中央大學
摘要:	現今複雜的商業環境中，存在著許多悖論（Paradox），即相互對立卻又相互關聯的元素。做為一名領導者，需要採用相對應的領導風格，以回應環境的需求。悖論領導（Paradoxical Leadership）為一種能同時具備兩相對立特質之領導行為，能有效地應對複雜的商業環境，並有效地刺激部屬之創新工作行為，因為創新本身，也具有悖論的特質。然而，悖論領導並不總是有效。有些學者發現，當部屬個人觀點或特質不同，同樣的悖論領導行為，會產生增強和抑制創新兩種結果。因此，本研究採用內隱領導觀點，探討悖論領導是否需要基於部屬認同其一種理想的領導原型，才能發揮最大的效果。此外，內隱領導原型契合研究領域中，發現其能提升領導成員交換關係（Leader-Member Exchange）的文獻非常充分，但究竟領導成員交換關係是會促進還是抑制創新工作行為，學者們仍有歧見。故而本研究中介變項設定為領導成員交換關係，以研究基於悖論領導行為期待感知契合的領導成員交換關係（Leader-Member Exchange），是否能促進創新，進而提出悖論領導促進創新過程中一種可能的作用機制，即是當領導者與追隨者存在高質量的交換關係時，會有效地促進創新。通過內隱領導為悖論領導的有效性提供解釋，並運用悖論領導擴張內隱領導的研究範疇，本研究結果顯示，當部屬對悖論領導行為有所期待，且主管有確實展現悖論領導行為時，會有最高品質的領導成員交換關係，進而促進創新工作行為。這個結果支持了內隱領導理論之主張，同時也展現了悖論領導經由領導成員交換關係，對創新的積極影響。;In the contemporary volatile, uncertain, complex, and ambiguous (VUCA) world, numerous elements exhibit paradoxical qualities—being mutually contradictory yet interdependent. As a leader, it is necessary to adopt corresponding leadership styles to respond to environmental demands. Paradoxical leadership is a type of leadership behavior that simultaneously embodies two contradictory traits. Research suggests that it can effectively address complex business environments and stimulate innovative work behavior among subordinates, as innovation itself also possesses paradoxical characteristics. However, paradoxical leadership is not always effective. Some scholars have found that due to differences in individual characteristics among subordinates, the same paradoxical leadership behavior can either enhance or inhibit innovation. Therefore, this study adopts an Implicit Leadership Theory (ILT) framework to examine whether the effectiveness of leadership depends on subordinates′ perception of paradoxical leadership as an ideal leadership prototype, thereby maximizing its impact. Furthermore, research has shown that the alignment of implicit leadership prototypes significantly enhances Leader-Member Exchange (LMX). However, whether LMX promotes or inhibits innovative work behavior remains debated among scholars. Hence, this study positions LMX as a mediating variable to investigate whether the perceived fit between expectations and paradoxical leadership behavior can foster innovation. This study further proposes a possible mechanism through which paradoxical leadership promotes innovation—when leaders and followers share high-quality exchange relationships, innovation is more effectively stimulated. This study explains the effectiveness of paradoxical leadership through implicit leadership theory and extends the scope of implicit leadership research by applying it to paradoxical leadership behaviors. The findings indicate that when subordinates expect paradoxical leadership behavior and supervisors demonstrate such behavior, it establishes the highest quality of LMX, thereby stimulating innovative work behavior. These results support the assertions of Implicit Leadership Theory (ILT) and further demonstrate the positive impact of paradoxical leadership on innovation. By elucidating the effectiveness of paradoxical leadership through implicit leadership theory and leveraging paradoxical leadership behavior to broaden the scope of implicit leadership research, this study aims to contribute to leadership theory research.
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